S1: E21 Why Gen Z Is Rewriting Workplace Authority

Daniel Carter

Welcome to the show. [calm] Todd, I wanna start with one line from Korn Ferry's 2026 Board Agenda that, honestly, should make every newly promoted VP sit up straighter: Gen Z is not responding to authority the way older corporate systems expect. Not title-first. Not tenure-first. And definitely not deference-first.

Todd Curzon

[reflective] That phrase there -- deference-first -- is the entire hinge. Because for a very long time, especially in large organizations, authority was treated a bit like mahogany furniture. Heavy, inherited, self-justifying. If you had the title, the office, the calendar power, people were meant to assume there was wisdom behind the curtain. And what Korn Ferry is really pointing to is that Gen Z often does not grant that assumption at all.

Daniel Carter

Right. And for a VP, that's not a culture note. That's a CREDIBILITY problem. If you built your leadership style on, "I've been here longer, I've seen more, follow my lead," you may still be right on the substance... but you're losing people on the signal.

Todd Curzon

Exactly. [short pause] The old model rewarded certainty on the surface. The newer expectation is transparent reasoning underneath. Gen Z, broadly speaking, seems less interested in being told the answer than in seeing how the answer was reached. They want fairness. They want consistency. They want to understand the social contract -- what the organization asks of them, what it rewards, and whether the rules actually apply to everyone.

Daniel Carter

And that social contract piece is the one I think older leaders sometimes miss. They hear, "Why are we doing it this way?" and they hear challenge or disrespect. But a lot of the time, with Gen Z, "why" isn't rebellion. It's an audit. They're checking whether the system makes sense.

Todd Curzon

[warmly] Yes -- an audit. That's very well put. And, in fairness, some of what used to look like decisive leadership now reads very differently through that lens. A leader who says, "We're moving fast, I'll explain later," may believe they're signaling urgency. To a younger team member, that can feel evasive. A polished town hall with broad values language but no real decision logic may strike the executive team as composed. To Gen Z, it can look performative.

Daniel Carter

Performative is the word I keep hearing in coaching conversations. And I don't mean from 22-year-olds being dramatic. I mean smart early-career people saying, "You told us transparency mattered, then changed the policy with no explanation." They notice the gap fast.

Todd Curzon

[skeptical] And VPs are especially exposed here, because they sit in that awkward middle altitude. They are senior enough to represent the institution, but close enough to the workforce to be judged on whether that institution behaves honorably. So if they hide behind the script, they absorb the distrust personally.

Daniel Carter

Let me sharpen that. A new VP might think, "My job is to look composed, aligned, and authoritative." But if "authoritative" gets translated by the team as distant, canned, or selectively honest, that composure backfires. The meeting still ends on time. The slide deck still looks good. And quiet disengagement starts anyway.

Todd Curzon

[softly] Which is why this is not, in my view, a story about becoming softer. It is a story about becoming legible. Authority is no longer, "Trust me because of where I sit." It's much closer to, "You can trust me because you can see how I think, what I value, and how I will behave when the answer is inconvenient."

Todd Curzon

So what still works? [matter-of-fact] Four things, very reliably. Explain the why. Name the trade-offs. Show the decision path. And be painfully consistent about standards. Those signals still read as leadership because they reduce ambiguity without asking for blind faith.

Daniel Carter

I wanna grab the third one -- decision path. Because that's the one a lot of VPs skip. They announce the conclusion, maybe the deadline, but not the path. And for a Gen Z employee, the missing path is the whole problem. If I can't see the criteria, I can't tell whether this was judgment or just politics.

Todd Curzon

Precisely. You don't need a ten-minute monologue. In fact, over-explaining can create its own fog. But something as simple as, "We had three options, we chose this one because speed mattered more than perfection this quarter, and here is the risk we're accepting" -- that lands very differently from, "This is the direction, let's execute."

Daniel Carter

[curious] The phrase "speed mattered more than perfection" is sticky. Because it names the trade-off. You're not pretending the choice is pure. You're saying, this is what we optimized for.

Todd Curzon

Yes, and people can live with decisions they dislike far more easily than decisions they cannot decode. That's the hidden shift.

Daniel Carter

Now the backfire list is shorter, but harsher. "Because I said so." Status theater. Unexplained urgency. Opaque promotion logic. Those four can shred trust quickly.

Todd Curzon

[pauses] Status theater is especially corrosive because it is so often accidental. The VP who arrives late, speaks last, withholds context, and then delivers the grand verdict may imagine they're projecting gravity. But to a younger team, it can feel like theater designed to protect hierarchy rather than improve the decision.

Daniel Carter

And unexplained urgency -- that's the one that burns teams out. If everything is urgent and nobody says why, people don't experience leadership. They experience adrenaline management. [dryly] Which, by the way, is not a strategy.

Todd Curzon

[chuckles] No, it is not. And opaque promotion logic may be the fastest trust killer of all. If one person gets advanced and the only visible explanation is vagueness -- "leadership presence," "strong fit," "executive readiness" -- younger employees will often hear arbitrariness, even if the manager believes the choice was well considered.

Daniel Carter

Let me make that practical. In meetings, tone matters. A VP says, "We've already discussed this," and means, we're protecting time. A Gen Z analyst may hear, your question is unwelcome. In feedback, "be more strategic" sounds sophisticated, but without examples it's useless. In follow-up, silence after a tough conversation doesn't read as neutrality anymore. It reads as avoidance.

Todd Curzon

[reflective] I have seen that exact thing. Two leaders can make the same call -- reject an idea, delay a promotion, change a process -- and one creates buy-in while the other triggers quiet withdrawal. The difference is usually not the decision itself. It is the texture around the decision. Did you explain your reasoning? Did you specify what would change the answer in future? Did your tone preserve dignity? Did your follow-up prove the conversation was real?

Daniel Carter

That last one -- "what would change the answer" -- that's a leadership habit people remember. Because now authority is doing something useful. It's creating a map, not just a verdict.

Daniel Carter

And this is where LEAP becomes useful. [calm] Not as a magic score, not as some trendy HR ornament, but as a reality check. A way to test whether your authority is landing the way you think it is -- especially with younger talent who are reading your signals very closely.

Todd Curzon

I like it for precisely that reason. Leaders are often excellent at judging their intentions and surprisingly poor at judging their impact. LEAP gives you a structured way to compare the two. You may intend decisiveness, but the team experiences opacity. You may intend high standards, but the team experiences inconsistency. You may intend confidence, but the room experiences dismissal.

Daniel Carter

So if I'm a new VP using LEAP well, what am I actually looking for?

Todd Curzon

[matter-of-fact] Three gaps. First, the signal gap: what behaviors do you think communicate authority? Second, the reception gap: how are those behaviors actually being interpreted? Third, the adaptation gap: once you know the difference, do you change anything? That last one matters, because self-awareness without behavioral adjustment is just a more eloquent form of denial.

Daniel Carter

[laughs softly] "A more eloquent form of denial" -- that's going on a mug. But yes. If LEAP tells you your meeting style comes off as closed, then the adaptation might be simple: explain the decision criteria before the conclusion, invite one challenge question, and close with next steps. If your feedback reads vague, anchor it in one recent example and one observable behavior to change.

Todd Curzon

Exactly. And if your team perceives favoritism in advancement, do not merely insist the process is fair. Show the standards. Name the evidence. Explain the path. Transparency is not surrendering judgment; it is making judgment legible enough to be trusted.

Daniel Carter

There's also a coaching angle here. A lot of Gen Z employees don't want less accountability -- they want accountable accountability. They can handle a hard message. What they resist is arbitrary power wrapped in leadership language.

Todd Curzon

[softly] That's the deeper reframing, isn't it? The authority crisis is not really a crisis of obedience. It is a crisis of credibility. And if your best signal is no longer your title, then the question becomes beautifully uncomfortable: what habits, repeated under pressure, prove you deserve trust now?

Daniel Carter

[reflective] Not, "How do I get them to respect the role?" More like, "What do they consistently experience when I use the role?" That's where the answer lives.

Todd Curzon

[warmly] And for many VPs, that is actually good news. Because titles are rented. Habits are owned.

Daniel Carter

That's the one to sit with. Thanks for listening.